Forum: PM Case Study 11 - Martig Construction Company

In the early days of project management, there existed a common belief that project management had to be accompanied by organizational restructuring. Project management practitioners argued that some organizational structures, such as matrix structures, were more conducive to good project management, while others were not quite effective. Every organizational structure comes with both advantages and disadvantages.

Today, we question whether organizational restructuring is necessary. Is it possible that project management can be implemented effectively in any organizational structure if the culture is cooperative? Restructuring is often accompanied by a shift in authority and the balance of power. Can effective project management occur at the same time that the organization undergoes restructuring?

Instruction:

Read through the case study provided and answer the questions in this forum. You will be graded on by the assessor and your peers on this case study.

Marilise Maree Theron

Martig contruction company

37 days ago

Question1. What is the major problem in this case study?

Within Martig contruction company there is lack of effective communication and coordination between departments. Due to power struggles there is inefficiencies in the procurement and estimating processes.

Question 2. How would you resolve the problem?

To be able to resolve these issues, it's crucial to establish clear lines of authority and communication channels within the organization, ensuring that rolea and responsibilities are well-defined. Additionally, addressing the culture of power strugglesand fostering a collaborative environment is essential.

Question 3. What should the working relationship be between project managers and site superintendents?

Better communication is needed between working relationships of the project managers and site superintendents. Mutual respect for another, collaboration and team work. Both parties should work together closely to ensure that projects are executed efficiently and effectively.

Question 4. Does Martig have a good procurement function?

There seems to be significant issues such as shortages and delays, indicating a need for more well improve way to run a good procurement function.

Question 5. Does the estimating function appear to be performing correctly?

The estimating function seems to be under performing, as evidence by the lack of feedback from estimators and the low success rate, which is 1 out of 7 winning bids. This indicates a necessity for enhanced coordination and improved communication between the estimating department and the project managers.

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